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Leaders with Attitude

June 25, 2013 Genuine “Leaders” have an attitude about them Have you ever noticed that the leaders you admire have an ‘attitude’ about them? This is because people who are true ‘leaders’ are not easily discouraged by obstacles and issues that might deter others. In fact, they don’t see them as “obstacles and issues,” but problems to solve and situations to work through. A real leader will work and play hard to find and keep their ‘team’ and or business together. In essence…. • Leaders are not daunted by failure:  Leaders believe that if you fear failure too much then you’ll have a hard time getting past breakfast! • Leaders are not daunted by rising before the sun does:  Show me a successful lazy entrepreneur and I’ll show you a purple horse. A true leader will work as hard as you. • Leaders are not daunted by hard work: In fact they don’t think of it as “work.” Instead they think of it as an investment in you, their team and the business….in your joint business partnership. • Leaders are not daunted by risk:  Too much risk is seldom good; but nothing really innovatively great is ever accomplished without some degree of risk, very often there can be quite a bit of risk to achieving greatness. • Leaders are not daunted by ownership and responsibility:  Leaders have no choice but to take it, Leaders believe that if you want the rewards then you and they have to ‘go with the flow’ and also take ownership and responsibility along the way. • Leaders are not daunted by conflict:  Conflict is the currency of leadership; you have to be able to handle it effectively or your team, and other colleagues won’t want to follow you. • Leaders are not daunted by what they can’t see with the naked eye: Vision in a business means looking past the horizon to opportunity invisible to others. • Leaders are not daunted by bare forearms: As in the kind that goes with rolled-up sleeves and being part of a wider team. • Leaders are not daunted by the unknown: True leaders work at their business relationships and look for new ideas. They are open to try new things to maintain their business growth. • Leaders are not daunted by admitting fault: A real leader instinctively know that too much hubris, excessive pride or arrogance and...

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BUILDING A TRIPLE “A” EFFECT ORGANIZATION SEMINAR

TRINITY STRATEGIC CONSULTING, INC. CONFERENCE & TRAINING CENTER July 19, 2013 l 9:00 am – 11:00 am 10 Cabarrus Avenue East l Suite 235 l Concord, NC 28025 T. 704-957-0620 Register early as seating is limited!!! SUMMARY Build Your People and Build Your Profits! Are you a leader that struggles to get it all done? Do you continuously have to ask your employees over and over again to get the job done? Are you missing deadlines? Does it appear that you are working harder instead of smarter? How can you move beyond building the company vision alone? You don’t have too! Image Building a Triple “A” Effect Organization. Envision building “Ambassadors” on every level of your business and sharing that strategic vision and compelling story in order to move them to “Action” and inspire them to become “Accountable” for “getting the job done”. Finally, develop leaders who “Lead With Conversation” and become great leaders who now become equipped with building other great leaders! Learn the tools that support Building a Triple “A” Effect Organization and position your business for increased performance, real results and real profits! Join us for this seminar where “you” and your high potential leaders will discover: Keys to attracting, recruiting and cultivating ambassadors How employees will be inspired to take action How to engage employees to embrace accountability as a positive and not a negative The five long term business trends that is forcing a shift in the future of corporate communication How as leaders to lead with conversation instead of commands PROGRAM BENEFITS This seminar will provide you with “today’s” tools to help you build leaders on every level of your organization! WHO SHOULD ATTEND This executive education event is aimed at – CEOs, COOs, CIOs, CFOs, Presidents, SVPs, VPs, Corporate Directors, SVP HRs, VP HRs, Global Heads of HR, International HR Directors, Sr. HR Managers, HR Business Partners, Hiring Managers, Supervisors, Project Managers, Team Leaders, etc. ABOUT THE SPEAKER Tangela M. Davis, MBA is a leadership expert, professional speaker, author and founder of Trinity Strategic Consulting, Inc. Her leadership expertise is inclusive of change management, executive coaching and executive communication. She assists clients in honing their personal power as leaders to support organizational and personal goals through speaking and executive coaching. Ms. Davis received her BSBA from University of North Carolina at Charlotte. She received her MBA from University of Phoenix. Ms. Davis is a global speaker on current leadership issues important to executives....

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Press Release July 5, 2013

FOR IMMEDIATE RELEASE Trinity Strategic Consulting, Inc. Celebrates 10 Year Anniversary and Expands CEO’s Leadership and Professional Speaking Expertise  CONCORD, N.C. (July 5, 2013) – Trinity Strategic Consulting, Inc. celebrates 10 year anniversary and expands their CEO’s leadership and speaking expertise, according to Tangela M. Davis, CEO of Trinity Strategic Consulting, Inc. “With over 20 years of coaching leaders to success and assisting them with building authentic leaders within their own company, I am pleased to introduce my flagship program for executing the goal of building authentic leaders on every organizational level to a broader audience of Executives…Building a Triple “A” Effect Organization!” Image Building a Triple “A” Effect Organization. Envision building “Ambassadors” on every level of your business and sharing that strategic vision and compelling story in order to move them to “Action” and inspire them to become “Accountable” for “getting the job done”. Finally, after extensive research, there are five long term trends that are forcing a shift in corporate communication in the future. Image developing leaders who “Lead With Conversation” and become great leaders who now become equipped with building other great leaders! Learn the tools that support Building a Triple “A” Effect Organization and position your business for increased performance, real results and real profits! With emphasis placed on these key areas, employees will truly feel they are an integral part of the company and will be empowered to contribute far beyond one’s expectations, as they are a part of a clear vision! If your organization would be interested in booking Tangela as a Keynote for this program or Facilitator for your business conference or corporate board retreat/meeting, please visit www.tangelaspeaks.com for additional information and our upcoming seminar “Building a Triple “A” Effect Organization” scheduled July 19, 2013. She has spoken for some of the country’s top corporations and government agencies over the last 20 years. A partial list of companies served include AT&T, AVAYA, Educational Resources, Inc., Wells Fargo, Trammell Crow Company, The Department of Commerce, U.S. Army Corps of Engineers, NAWBO, eWomen Network and University of Phoenix. Become a fan at www.facebook.com/tangelaspeaks. About Tangela M. Davis, MBA Tangela M. Davis is a leadership expert, coach and author of the increasing demand for the book, If I Knew Then What I Know Now: An Entrepreneur’s Guide to Avoiding Costly and Dumb Business Mistakes. Tangela has launched numerous leadership programs, coaching executives and leaders for...

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Self-Consideration: Time Management for the 21st Century Leader

Self-Consideration – “Don’t Waste Your Own Time” Time Management for the 21st Century Leader  Lately, many of my clients have been expressing concerns about time management. In response, I have posted a few tips below to help with time and task management. The first step in better time management is prioritizing. You have to prioritize your tasks and responsibilities. Your first priority should be Strategic Goals which include business planning and relationship building. Your next priorities should be operations which include managing your business including its systems and processes. Time-sensitive issues and projects should be handled next. Your last priorities should be minor administrative tasks and micromanaging. Use the following time-management guide as a tool to help you prioritize. Priority 1: Important and Urgent Priority 2/3: Important and Not Urgent Priority 2/3: Not Important and Urgent Priority 4: Neither Important Nor Urgent Once we have our priorities in order, it’s a lot easier to manage our businesses, including people and processes. Often times, we find ourselves busy between long meetings and short conversations answering questions and responding to concerns from our staff. This may sound counterintuitive, but I find it helpful to schedule more meetings. Rather than having just two meetings, one executive and one staff and having lots of impromptu discussions with employees throughout the week regarding their individual projects, it’s more efficient to have a weekly executive meeting and staff meeting and monthly-one-on-one meetings with other employees. Your time won’t be spent responding to questions and concerns the second they come up, but rather, puts the staff in a position where they have to batch their questions and concerns about individual projects for your meetings with them. Depending on the nature of your business, some of these meetings can even be electronic – using the phone, Go-to-Meeting, or even Skype. It’s also helpful to set up established office hours, so that there is a designated block of time every week when people will know that they can come in your office and speak with you. Rather than having people popping in and out of your office throughout the day, they will know that unless it’s an urgent matter, they can come see you in person during your office hours. If you’re like me, it’s easy to spend two hours a day just checking and responding to emails. Sorting through them to find the important ones is a...

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5 critical steps toward better business development

Along with the global economy, there are significant signs indicating how radically the government contracting business has changed in the past few years. It’s apparent this new world order demands different models for winning business, and requires visionary leaders who step up, transform their organizations, and out think, outsmart, and out act their competition. There are some similarities between government contracting and the energy industry’s deregulation era a few decades ago. During that time, the whole world turned upside down for energy utilities, originally conditioned to have no competition. Whole segments went from safe-regulated environments with guaranteed profits, to being required to compete for some of the same customers they once served. With a new ability to spin off for profit subsidiaries, they were also encouraged to search out and create new opportunities, not just capture whatever business was handed to them. Prior to this, a few senior utility executives visualized the inevitable deregulation revolution about to take place. They proactively re-engineered their models and reorganized the way their companies went about producing revenue. Ignoring criticism, they took visionary steps, some of which their traditional-minded colleagues considered too risky. They changed their utilities’ collective culture to a proactive business model and repositioned their organizations to compete in the marketplace before the deregulation cataclysm hit and their conventional revenue growth paradigm shattered. This preemptive strategy brought with it a significant investment in developing and implementing a business development process as well as training personnel. History proves this proactive strategy succeeded. The new climate in government contracting, with dwindling opportunities and growing competition, requires more than cost-cutting tactics and job elimination. Reactively bidding everything that remotely matches up to your firm’s capabilities without gathering critical bid/no bid intelligence, passively farming your current customers for expanded business, or simply tweaking your business development/capture/proposal processes won’t provide the winning formula for sustained revenue growth. Your likely result from these steps is a costly lesson in lost time, misused personnel and wasted resources. Moving the revenue needle on a consistent basis requires a visionary call to action to a multifunction, multi-disciplined approach in the business development sphere. This encompasses five areas for change management: Foster a Transformation in Business Development Personnel, Process, Structure and Organization Mindset. BD professionals must rise above tired conventional models and embrace critical, innovative thinking. The reactive mindset is out; proactive is in. Install an Opportunity Identification and Qualification Methodology to...

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Do You Have the Drive to Win? How to Gear Up for the RACE for Business Growth

Whether you’re a business owner, an executive, or a manager, you’re always faced with the challenging task of finding new ideas and strategies that will drive business growth. If you drive smart, your result can be well worth the long trip to increased sales, higher commissions, advanced levels of customer retention, improved productivity, and increased profitability.To maximize your driving power, you need an accurate road map to show you the best route. To get one, you need to tap into the greatest asset your company has—the combined brainpower of your people. Within them lie answers to your questions, solutions to your problems, ideas to rev up your company’s growth, and methods to keep you from breaking down. Without their help, you can’t move forward. Imagine for a moment that you’re a professional race car driver (oh, come on—it will be fun.) To win the race, you’ll need a state-of-the art race car and proficiency at the wheel. With daredevil and risk taking, you can slant the odds of winning in your favor. But without a highly efficient and cohesive pit crew, you will never win the race. Just as speed is a critical factor in racing, it’s the same in business. You must be fast to respond to needs of your customers, fast to respond to changing markets, fast to bring new products/services to customers and fast to find cutting-edge solutions to problems that may exist. For right now, though, you need to slow down before you can speed up. Slow down and work with your people to create your strategy. Get together with your race team. If your company is too large to involve everyone, be sure to include groups of people representing all levels and from every department. Don’t exclude that new recruit. He or she may have valuable ideas they learned from their former employer but have yet to come forward with them because they have been busy trying to “fit-in.” Take them to an environment where there are no distractions. Before you begin, create ground rules such as. . . We will leave our titles at the door. We will do our best to completely open and honest. We will show respect for each other’s opinions. We will all participate, and not sit silent. We will be understanding of each other’s pressures and concerns. We will strive to see things not only through our own...

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